Titelei.indd II 03.08.2010 12:44:46 Uhr
Zum Inhalt:
„Marketing –A Relationship Perspective“ is a comprehensive and clear principles text which describes and analyses the fundamental concepts of contemporary marketing. It integrates the ‚new‘ relationship approach into the
traditional process of developing effective marketing plans. The book‘s
structure fits to the marketing planning process of a company. Consequently, the book looks at the marketing management process from the perspective of both relational and transactional approach suggesting that a company
should in any case pursue an integrative and situational marketing management approach. Svend Hollensen‘s and Marc Opresnik‘s holistic approach covers both principles and practices, is drawn in equal measure from
research and application, and is an ideal text for students, researchers and
practitioners alike.
“This book is an excellent foundation text and an ideal basis for a marketing
course of one semester. The authors write in a lively style with a great deal
of up-to-date examples. The well-researched and innovative content brings
marketing theory to life.“
(Neil Selby, International Director, Oxford University‘s Saïd Business School)
„The dynamic and global competitive landscape requires marketing professionals who have athorough knowledge of marketing principles coupled
with strong creative skills. The book provides excellent coverage of these
principles and serves as a great resource for marketing students and young
professionals everywhere.“
(Dr Paul Stone, Vice President Retail Strategy & Portfolio, Shell Int. Petroleum Co. Ltd.)
„This is an exciting textbook that provides a concise introduction to the theory and practice of Marketing in the 21st century. Perfectly suited to students of one semester marketing courses, this invaluable source of
knowledge presents a solid grounding in the fundamentals of contemporary
marketing.“
(Professor Jürgen Lürssen, Professor of Marketing,
Leuphana Universität Lüneburg, Germany)
Zu den Autoren:
Prof. Svend Hollensen, Ph.D., University of Southern Denmark.
Prof. Marc Oliver Opresnik, Ph.D., Fachhochschule Lübeck.
Marketing
A Relationship Perspective
von
Prof. Svend Hollensen, Ph.D., University of Southern Denmark
und
Prof. Marc Oliver Opresnik, Ph.D., Fachhochschule Lübeck
Verlag Franz Vahlen München
Titelei.indd III 03.08.2010 12:44:46 Uhr
Preface V
Preface
The development of marketing theory and practice is undergoing a paradigm shift from
a transactional to a relationship orientation. As many companies are still relying on the
traditional marketing approach, this book will bridge the gap between relationship marketing (RM) and traditional (transactional) marketing (TM).
In the traditional transactional approach, marketing management is about planning, coordinating and controlling marketing strategies that are aimed at satisfying customer
needs and desires – and receiving money from sales.
In recent years, marketing has been undergoing considerable self-examination and internal debate. The overriding emphasis in the ‘traditional’ marketing approach is on acquiring as many customers as possible. Evidence is mounting, however, that traditional
marketing is becoming too expensive and is less effective given changes in the micro
and macro environment of companies.
Many leading marketing academics and practitioners have concluded that many of the
long-standing practices and operating modes in marketing need to be re-modelled, and
we need to move towards an integrated relationship approach that is based on repeated
market transactions and mutual sustainable gain for buyers and sellers.
The ‘new paradigm’ is commonly referred to as relationship marketing (RM). However,
relationship marketing is not a new concept. Before the advent of mass production and
mass media, relationship marketing was the norm; sellers usually had first-hand knowledge of buyers, and the successful ones used this knowledge to help keep customers for
life.
Relationship marketing reflects a strategy and process that integrate customers, suppliers, and other partners into the company’s design, development, manufacturing, and
sales processes.
Fundamentally, relationship marketing draws from traditional marketing principles.
Marketing can be defined as the process of identifying and satisfying customers’ needs
in a competitively superior manner in order to achieve the organisation’s objectives. Relationship marketing builds on this.
The customer is still fundamental to a marketing relationship. Marketing exists to efficiently meet the satisfaction of customer needs, as well as those of the marketing organisation. There is a considerable body of knowledge in social sciences that sheds light
on the many facets of human relationships. We draw from these sources to further our
understanding of consumer relationships.
Marketing exchange seeks to achieve satisfaction for the consumer and the marketing
organisation (or company). In this latter group we include employees, shareholders, and
managers. Other stakeholders (like competitors, financial and governmental institutions) are also important. As we shall see later relationships can cover a wide range of
organisations in the environment e.g. governmental institutions, industry associations,
European Union (EU) institutions etc.
However, the main focus of this book is still on the relationships between the firm and
its closest external bodies, primarily the customers.
Titelei.indd V 03.08.2010 12:44:46 Uhr
PrefaceVI
In the transactional approach, participants focus exclusively on the economic benefits of
the exchange. Even though in relational exchange the focus widens, economic benefits
remain important to all of the partners in marketing relationships.
With the relationship approach in mind, an integrated view of marketing management
will be presented. To do this, the latest research findings in marketing management and
related disciplines are summarized. Yet, marketing management is still a very practical
discipline. People still have practical needs, firms still face practical problems, and solutions still have to work in real life. Most marketers cannot and should not hide in labs.
Marketing is a social science based on theories and concepts, but it also requires that
most marketers meet with people, observe them, talk to them, and understand their activities. In essence, marketing is a dialogue between sellers (marketers) and buyers (customers). This book reflects this applied approach. Together with important concepts and
theories, our experiences that have been obtained through work with numerous companies – large and small, domestic and international – for many years will be drawn on.
Target Audience
This book is written for people who want to know how the relationship and the traditional marketing approach (in combination) affect the development of effective and
efficient marketing plans. This book is aimed primarily at students, MBA/graduate students and advanced undergraduates who wish to go into business. It will provide the
information, perspectives, and tools necessary to get the job done. Our aim is to enable
them to make better marketing decisions.
A second audience for this book is the large group of practitioners who want to build on
the existing skills and knowledge already possessed. The book is of special interest to
the manager who wishes to keep abreast of the most recent developments in the ‘marketing management’ field.
Unique Features of this Book
This marketing text integrates the ‘new’ relationship approach in the traditional process
of developing effective marketing plans. Compared to other marketing management
books this text will attach more importance to the following themes:
Buyer-Seller Relationships
The guiding principle of this textbook is that of building relationships between buyers
and sellers. Relationships is a growing trend and for good reason. Dramatic changes in
the marketing environment are presenting immense new opportunities for companies
that really build and retain relationships with customers. Relationship marketing emphasizes the tremendous importance of satisfied, loyal customers. Good customer relationships happen when all employees within the organisation develop the sensitivity
and desire to satisfy customers’ needs and wants. It may be argued that the traditional
concept of marketing does not adequately reflect the recognition of the long-term value
of a customer. The argument is that many of the traditional definitions of marketing,
although stressing the importance of customer needs and satisfaction, are essentially
concerned with maximizing the profitability of each transaction. Instead they should
seek to develop long-term relationships with customers, which cannot easily be duplicated by competitors.
Titelei.indd VI 03.08.2010 12:44:46 Uhr
Preface VII
Buyer-Seller Interaction on a Global Scale
Today’s companies are facing fierce and aggressive competition. Today most firms compete not only locally and nationally, but globally as well. Companies that have never
given a thought to internationalization now also face competition in their home market
from international companies. Thinking globally also requires an understanding of the
international diversity in buying behaviour and the importance of cross-cultural differences, both in the B-t-C and B-t-B market. This cross-cultural approach is centred on
the study of the interaction between buyers and sellers (and their companies) who have
different national and/or cultural backgrounds.
Creating Competitive Advantage through Relationships Together with other
Companies
Greater emphasis is given to the development of competitive advantage, and consequently to the development of resources and capabilities and competences within the
organisation and with other companies. Relationship marketing seeks to build a chain
of relationships (networks or value net) between the organisation and its main stakeholders, including customers, suppliers, distribution channel intermediaries, and firms
producing complementary products and services. Relationships to competitors are also
considered.
Cross-Functionalism
Marketing is not an isolated function. A marketer’s ability to effectively implement a strategic marketing program depends largely on the cooperation and competence of other
functional areas within the organisation. Consequently, substantial attention is given
to the inter-functional approach of marketing management. This includes: the concept
of competitive advantages, cross-functional teams in the development of new products,
supply chain management , internationalization, quality management, and ethics.
Outline
After outlining the fundamentals of relationship marketing in the first chapter, the book
is based on the main phases involved in marketing management, i.e. the decision-making process regarding formulating, implementing, and controlling a marketing plan:
Phase 1: Situational analysis in the Marketing Planning Process (Chapter 2)•
Phase 2: Strategy formulation in the Marketing Planning Process (Chapter 3)•
Phase 3: Marketing Mix in the Marketing Planning Process (Chapter 4)•
Phase 4: Implementation and controlling in the Marketing Planning Process (Chap-•
ter 5)
The schematic outline of the book in Figure 1.1 shows how the four basic phases are
divided into four chapters. Consequently, the book has a clear structure according to
the marketing planning process of the firm (Figure 1.1): The introduction describes the
fundamentals of relationship marketing including the evolution of the relationship marketing concept. After relationship marketing is defined and relationship economics and
relationship drivers are explained the chapters concludes depicting relationship marketing as an integrative management process (Chapter 1). Based on an analysis of the
internal and external marketing situation of a company and its relationships (Chapter 2),
the firm is able to develop marketing strategies (Chapter 3) and marketing programs
(Chapter 4). At the end of the planning process, the firm has to implement and control its
Titelei.indd VII 03.08.2010 12:44:46 Uhr
PrefaceVIII
activity in the market and if necessary make changes in the marketing strategy (Chapter 5). Throughout the book this marketing planning process is seen in a relationship
approach, as a supplement to the transactional approach. Against this background the
development and management of customer relationships is explained in a separate section. Finally, the contemporary issues of ethical, social and environmental aspects of
marketing planning are discussed in the last part of the book.
Pedagogical/Learning Aids
Many aids to student learning come with the book. These include:
chapter learning objectives:• tell the reader what he/she should be able to do after completing each chapter.
case studies:• there is one case study in each chapter, at the end are integrated. Each case
study also contains questions. Table 1.1 lists the case studies.
exhibits:• examples from the real world of the chapter to illustrate the text and the marketing models. There is one exhibit for each chapter. Table 1.2 lists these exhibits.
summaries:• each chapter ends with a summary of the main concepts.
discussion questions:• at the end of each chapter the discussion issues are presented as
questions.
Chapter 3: Strategy formulation in the marketing planning process
? Strategic Marketing Planning
? Market Segmentation, targeting and positioning
Chapter 5: Implementation and controlling in the marketing planning process
? Organizing and implementing the marketing plan
? Budgeting and control
? Ethical, social and environmental aspects of relationship management
? Developing and managing customer relationships
Chapter 4: Marketing Mix in the marketing planning process
? Product and service decisions
? Pricing decisions
? Distribution decisions
? Communication decisions
Chapter 1: Fundamentals of relationship marketing
? The evolution of Relationship Marketing
? Definition of Relationship Marketing
? Relationship economics
? Relationship drivers
? Relationship Marketing as an integrative management process
? Fundamentals of marketing planning
Chapter 2: Situational analysis in the marketing planning process
? Assessing the internal and external marketing situation
? Analyzing the buying behaviour in B2B and B2C markets
? Comparing B2B and B2C markets
? SWOT Analysis
Phase 1
Analysis
Phase 2
Th
e
m
ar
ke
tin
gp
la
nn
in
gp
ro
ce
ss
Strategy
formulation
Phase 3
Tactical
decisions
Phase 4
Implementation
and control
Where are we
and which
value are we
offering?
Which
customers
should we
serve?
How should
we offer our
value to these
customers?
How are we
implementing and
controlling
that we are
on course?
Figure 1.1: Structure of ‘Marketing – a relationship perspective’
Titelei.indd VIII 03.08.2010 12:44:46 Uhr
Preface IX
In the development of this text a number of reviewers have been involved, whom we
would like to thank for their important and valuable contribution. Especially, we would
like to thank Mr. Neil Selby, Saïd Business School – University of Oxford, Professor
Jürgen Lürssen, Leuphana Universität Lüneburg, Professor Jens-Mogens Holm, Europäische Fernhochschule Hamburg, University of Sothern Denmark, Fachhochschule
Lübeck and Mr. Mathias Helms.
We would also like to thank Klara Ondras˜ková and Ondrej (Dujek Mendel University in
Brno, Czech Republic) for their contribution to Exhibit 4.1: Kofolo.
One of our former students at Euro-FH in Hamburg, Nila Halter, shared her personal
story with us about turning a product idea into a specific business. We thank her for the
input to Exhibit 1.1: N’oats Porridge.
We are grateful to our publisher Verlag Franz Vahlen. During the writing process we
had the pleasure of working with editor Hermann Schenk, whom we thank for his encouragement and professionalism in transforming the manuscript into the final book.
Chapters Case titles/subtitles Headquarters in
following
country/area
Geographical target
area in the case/
Target market
(B-t-B, B-t-C or both)
Ch. 1:
Fundamentals
of Relationship
Marketing
Case study:
Nordex AG
The German wind turbine
manufacturer seeks new
business opportunities in the
world market
Germany World
B2B
Ch. 2:
Situational analysis in the Marketing Planning
Process
Case study:
BMW Motorcycles
The German motorbike company is evaluating their key
competences
Germany UK/World
B2C
Ch. 3:
Strategy formulation in the Marketing Planning
Process
Case study:
Royal Copenhagen
Establishing relationships to
International consumers with
tableware
Denmark Japan
B2C (+ B2B)
Ch. 4:
Marketing mix
in the Marketing
Planning Process
Case study:
Heinrich Deichmann-Shuhe
GmbH
International expansion of
the shoe retail chain
Germany World
B2C (+ B2B)
Ch. 5:
Implementation
and controlling
in the Marketing
Planning Process
Case study:
Alfred Ritter GmbH
The German chocolate maker
of Ritter Sport is considering
new customers in international markets
Germany World
B2C (+ B2B)
Table 1.1: Overview of case studies
Titelei.indd IX 03.08.2010 12:44:47 Uhr
PrefaceX
Throughout the writing period there has only been one constant in our lives – our families. Without them, nothing would have been possible. Thus Professor Svend Hollensen
and Professor Marc Opresnik dedicate this book to their families.
Svend Hollensen Marc Opresnik
University of Southern Denmark Fachhochschule Lübeck
Chapters Exhibit titles/subtitles Headquarters in
following
country/area
Geographical target
area in the case/
Target market
(B-t-B, B-t-C or both)
Ch. 1:
Fundamentals
of Relationship
Marketing
Exhibit 1.1:
Nila Halter – From a model
to an entrepreneur – selling
N´oats Porridge
Germany Germany/Europa
B2C
Ch. 2:
Situational analysis in the Marketing Planning
Process
Exhibit 2.1:
SWOT-analysis of Deichmann
Germany UK/World
B2C
Ch. 3:
Strategy formulation in the Marketing Planning
Process
Exhibit 3.1:
Segmentation of Triumph
lingerie
Germany World
B2C (+ B2B)
Ch. 4:
Marketing mix
in the Marketing
Planning Process
Exhibit 4.1:
Kofola – the regional ‘cola’
drink is challenging the big
multinationals
Czech Republic
Eastern Europe
B2C (+ B2B)
Ch. 5:
Implementation
and controlling
in the Marketing
Planning Process
Exhibit 5.1:
Miele – entering the Indian
high-end residential appliance market
Germany India
B2C (+ B2B)
Table 1.2: Overview of exhibits
Titelei.indd X 03.08.2010 12:44:47 Uhr
Brief contents XI
Brief contents
Preface. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V
Detailed contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XIII
1. Fundamentals of Relationship Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2. Situational Analysis in the Marketing Planning Process . . . . . . . . . . . . . . . . . . 43
3. Strategy Formulation in the Marketing Planning Process . . . . . . . . . . . . . . . . . 109
4. Marketing Mix in the MarketingPlanning Process . . . . . . . . . . . . . . . . . . . . . . . 171
5. Implementation and Controlling in the Marketing Planning Process. . . . . . . 345
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 449
Titelei.indd XI 03.08.2010 12:44:47 Uhr
Detailed contents XIII
Detailed contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V
1. Fundamentals of Relationship Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 The Evolution of Relationship Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.2 Definition of Relationship Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.3 Relationship Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
1.4 Relationship Drivers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
1.5 Relationship Marketing as an Integrative Management Approach. . . . . . . . . . 17
1.6 Fundamentals of Marketing Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Case 1: Nordex AG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
2. Situational Analysis in the Marketing Planning Process . . . . . . . . . . . . . . . . . . 43
2.1 Assessing the Internal Marketing Situation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
2.1.1 Internal Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
2.1.2 Market Orientation View (MOV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
2.1.3 Resource Based View (RBV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
2.1.4 Major Sources of Competitive Advantage . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
2.2 Assessing the External Marketing Situation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
2.2.1 PEST Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
2.2.2 External Relationships to Stakeholders in the Value Net . . . . . . . . . . . . . . . . 67
2.2.2.1 Relationships with Suppliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
2.2.2.2 Relationships with Customers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
2.2.2.3 Relationships with Partners/Complementors. . . . . . . . . . . . . . . . . . . . . . 72
2.2.2.4 Relationships with Competitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
2.2.2.5 Other External Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
2.3 Analyzing Buying Behaviour on the B2C Market. . . . . . . . . . . . . . . . . . . . . . . . . 74
2.4 Analyzing Buying Behaviour on the B2B Market. . . . . . . . . . . . . . . . . . . . . . . . . 70
2.5 Comparing B2B and B2C Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
2.6 SWOT Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
2.6.1 Elements of a SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
2.6.2 Matching and Converging in the SWOT Matrix . . . . . . . . . . . . . . . . . . . . . . 84
2.6.3 Application of the SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
2.6.4 Required Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
2.6.5 Benefits and Barriers for Conducting a SWOT Analysis. . . . . . . . . . . . . . . . 87
2.6.6 Multilevel SWOT Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Case 2: BMW Motorcycles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
3. Strategy Formulation in the Marketing Planning Process . . . . . . . . . . . . . . . . . 109
3.1 Strategic Marketing Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
3.1.1 Vision and Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
3.1.2 Strategic Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
3.1.3 Estimation of the Planning Gap and Problem Diagnosis . . . . . . . . . . . . . . . 114
3.1.4 The Search for Strategy Alternatives for Closing Planning Gap . . . . . . . . . 116
3.1.5 Ansoff’s Generic Strategies for Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
3.1.6 Porter’s Three Generic Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
3.1.7 The BCG Portfolio Matrix Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
3.1.8 The GE-Matrix Multifactor Portfolio Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Titelei.indd XIII 03.08.2010 12:44:47 Uhr
Detailed contentsXIV
3.1.9 A New Product Portfolio Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
3.1.10 Strategy Evaluation and Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
3.1.11 Estimating Financial Consequences. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
3.2 Market Segmentation, Targeting and Positioning . . . . . . . . . . . . . . . . . . . . . . . . 135
3.2.1 The Benefits and Underlying Premises of Market Segmentation . . . . . . . . 135
3.2.2 The Segmentation, Targeting and Positioning Approach . . . . . . . . . . . . . . . 136
3.2.3 Segmenting Consumer Markets (B2C). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
3.2.4 Segmenting the Business Markets (B2B) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
3.2.5 Segmenting International Markets and Countries. . . . . . . . . . . . . . . . . . . . . 154
3.2.6 Target Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
3.2.7 Positioning Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
3.2.8 Difficulties of Implementing Segmentation in the Organization . . . . . . . . 161
Case 3: Royal Copenhagen A/S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
4. Marketing Mix in the Marketing Planning Process . . . . . . . . . . . . . . . . . . . . . . . 171
4.1 Product and Service Decisions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
4.1.1 Different Product Levels. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
4.1.2 Product and Service Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
4.1.3 Services Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
4.1.4 New Product Development (NPD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
4.1.5 The Product Life Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
4.1.6 New Products for the International Market . . . . . . . . . . . . . . . . . . . . . . . . . . 194
4.1.7 Branding Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
4.2 Pricing Decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
4.2.1 A Pricing Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
4.2.2 General Pricing Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
4.2.2.1 Cost-Based Pricing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218
4.2.2.2 Value-Based Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
4.2.2.3 Competition-Based Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
4.2.3 Pricing Services vs. Physical Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
4.2.4 Pricing new Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
4.2.5 Price Changes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
4.2.6 Experience Curve Pricing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
4.2.7 Product Line Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227
4.2.8 Price Bundling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
4.2.9 Segmented Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
4.2.10 International Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
4.2.11 Relationship Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
4.3 Distribution Decisions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234
4.3.1 The Role of the Intermediary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234
4.3.2 Types of Distribution Channel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
4.3.3 International Market Entry Modes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
4.3.4 Designing and Managing the Channel Structure . . . . . . . . . . . . . . . . . . . . . 240
4.3.5 Distributor Portfolio Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250
4.3.6 Developing and Managing Relationships between Manufacturer and
Distributor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251
4.3.7 Vertical Integration in the Distribution Channel . . . . . . . . . . . . . . . . . . . . . . 253
4.3.8 International Distribution Channel Design . . . . . . . . . . . . . . . . . . . . . . . . . . 256
4.3.9 Multichannel Distribution Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260
Titelei.indd XIV 03.08.2010 12:44:47 Uhr
Detailed contents XV
4.3.10 Marketing Logistics and Supply Chain Management. . . . . . . . . . . . . . . . . . 264
4.3.11 Retailing and Wholesaling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267
4.4 Communication Decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 272
4.4.1 The Communication Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 272
4.4.2 The Promotional Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
4.4.3 Advertising. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
4.4.3.1 Theories of how Advertising Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
4.4.3.2 Developing an Advertising Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
4.4.3.3 Standardization or Adaptation of Global Advertising . . . . . . . . . . . . . . 288
4.4.4 Sales Promotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288
4.4.4.1 Major Sales Promotion Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289
4.4.4.2 Developing the Sales Promotion Program. . . . . . . . . . . . . . . . . . . . . . . . . 292
4.4.5 Public Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292
4.4.6 Sponsorship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
4.4.7 Internet Advertising/Promotion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297
4.4.8 Direct Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305
4.4.8.1 Database Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
4.4.8.2 Major Direct Marketing Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 308
4.4.9 Personal Selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311
4.4.9.1 Sales Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312
4.4.9.2 The Personal Selling Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317
4.4.9.3 Personal Selling and Customer Relationship Management . . . . . . . . . . 318
4.4.10 Product Placement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 319
4.4.11 Push and Pull Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 320
4.4.12 Multi-Channel Customer Management (MCCM) . . . . . . . . . . . . . . . . . . . . . 321
4.4.12.1 Drivers of Multi-Channel Customer Management . . . . . . . . . . . . . . . . . 322
4.4.12.2 Benefits and Problems with Multi-Channel Customer Management . . 324
4.4.12.3 Managing Multi-Channel Customer Management . . . . . . . . . . . . . . . . . 325
4.4.13 Factors Affecting International Promotion Strategies . . . . . . . . . . . . . . . . . . 327
Case 4: Heinrich Deichmann GmbH. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 330
5. Implementation and Controlling in the Marketing Planning Process . . . . . . . 345
5.1 Organizing and Implementing the Marketing Plan. . . . . . . . . . . . . . . . . . . . . . . 346
5.1.1 The Process of Developing the International Marketing Plan . . . . . . . . . . . 346
5.1.2 Deciding on the International Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . 346
5.1.3 E-Marketing and its Effect on the International Marketing Mix . . . . . . . . . 349
5.1.4 Writing the International Marketing Plan Document . . . . . . . . . . . . . . . . . . 353
5.1.5 Implementation and the Management of Change . . . . . . . . . . . . . . . . . . . . . 358
5.1.6 Barriers Impeding the Implementation of Marketing Plans . . . . . . . . . . . . 360
5.1.7 Deciding on the Global Marketing Organization . . . . . . . . . . . . . . . . . . . . . 365
5.1.8 The Role of Internal Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 372
5.2 Budgeting and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 375
5.2.1 Marketing Productivity and Economic Results . . . . . . . . . . . . . . . . . . . . . . . 375
5.2.1.1 Input Variables Influencing Marketing Productivity . . . . . . . . . . . . . . . 377
5.2.1.2 Process Variables Influencing Marketing Productivity. . . . . . . . . . . . . . 378
5.2.1.3 Output Variables Influencing Marketing Productivity . . . . . . . . . . . . . . 378
5.2.2 Marketing Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 380
5.2.3 Controlling the Marketing Programme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386
5.3 Ethical, Social and Environmental Aspects of Marketing Planning . . . . . . . . . 388
Titelei.indd XV 03.08.2010 12:44:47 Uhr
Detailed contentsXVI
5.3.1 Marketing Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 388
5.3.1.1 Ethical Issues in the Marketing Mix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389
5.3.1.2 Special Issues in Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 391
5.3.2 Social Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 394
5.3.3 Green Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396
5.3.3.1 Levels of Green Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397
5.3.3.2 Environmental Issues in the Marketing Mix . . . . . . . . . . . . . . . . . . . . . . 398
5.3.4 Corporate Social Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 400
5.3.4.1 The Nature of Corporate Social Responsibility . . . . . . . . . . . . . . . . . . . . 400
5.3.4.2 The Dimensions of Corporate Social Responsibility . . . . . . . . . . . . . . . . 403
5.4 Developing and Managing Customer Relationships . . . . . . . . . . . . . . . . . . . . . . 407
5.4.1 Loyalty. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 407
5.4.2 Satisfaction of Customers and Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . 410
5.4.3 Customer Perception of Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 411
5.4.4 Customer Relationship Management (CRM) . . . . . . . . . . . . . . . . . . . . . . . . . 414
5.4.5 One-to-One Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 416
5.4.6 Global Account Management (GAM). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418
5.4.7 Creating Long-Term Customer Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 424
5.4.8 Rethinking Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 428
Case 5: Alfred Ritter GmbH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 432
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 449
Titelei.indd XVI 03.08.2010 12:44:47 Uhr
Chapter Preview
References
Zusammenfassung
Marketing – A Relationship Perspective
Moderne Grundlange zum Marketing
Das Lehrbuch behandelt eines der wichtigsten und aktuellsten Themenfelder des modernen Marketings. Der Ansatz verbindet dabei den klassischen Ansatz der strategischen Marketingplanung und seiner Instrumente mit dem neuen Ansatz des Relationship Marketing. Der ganzheitliche Ansatz des Buches umfasst dabei die aktuellen Marketing-Grundlagen, Praxisbeispiele sowie anwendungsorientierte Fallstudien und eignet sich somit ideal sowohl für Manager und Entscheidungsträger im Marketing-Bereich, Studenten in Bachelor- und Materstudiengängen sowie Dozenten und Trainer.